Miami, FL (PRWEB) July 17, 2008
A significant legal issue is emerging with the potential to affect all employers. Under the doctrine of negligent hiring, employers are being sued for the improper and criminal acts of their employees. “Many businesses do not realize that there are laws requiring the use of due diligence in their hiring practices. We see strict penalties and fines surfacing daily when companies fail to properly screen their employees and contractors,” says the president and CEO of StaffPatrol.com
Vice president and legal counsel for one of the nation’s leading corporate investigation firms states, “Increasingly, companies are being sued and found negligent for hiring the wrong individuals. A professional, comprehensive investigation can prevent negligent hiring lawsuits because they improve a company’s chances of hiring good, problem-free employees. The pre-employment background investigation is also a company’s best defense should a negligent hiring lawsuit occur. They establish, often beyond doubt, that the company was prudent and acted responsibly during the hiring process,” he said.
In one case, a security guard sexually assaulted a department store executive. The woman didn’t sue the attacker; instead she sued her employer for hiring him. Staff Patrol’s president remarked, “Consider the lost revenue and man hours your company can save by hiring competent, efficient employees. Even more than ever, human resource managers must make careful hiring decisions. Background checks can go a long way in providing a productive and safe work environment while avoiding litigation as a result of negligent hiring.”
Many companies may purchase web-based access to criminal databases in an attempt to screen their employees. However, there is a big misconception about a centralized, nationwide criminal records database that reports from every jurisdiction in the United States. No such comprehensive background check exists to employers online. These “do-it-yourself” database searches may cover many jurisdictions, but they are all incomplete. U.S. Senator Herb Kohl said, “The current system of state-based background checks is haphazard, inconsistent, and full of gaping holes”.
Many hiring managers may wonder if performing a background check is worth the effort if there are no guarantees. Staff Patrol’s answer to this question is in the way these investigations are done. The key is to engage an experienced company that knows how and where to search for these criminal records. It is simply not worth the risk to your company or employees to utilize the “do-it-yourself” web-based database searches. Senator Pete Domenici says “[Quality] background checks can help protect Americans from being placed in harm’s way, whether it is our elderly, children in child care, security workers, or others.” If you do not properly check an employee for criminal records and an infraction occurs, it is almost guaranteed that you will be confronted with the potential of a serious negligent hiring lawsuit.
Average settlements in negligent hiring lawsuits are now approaching one million dollars. Juries in such cases will assume that if you could have known, you should have known. Showing that you have exercised due diligence in making your hiring decisions will dramatically decrease your chances of being found negligent.
The president of StaffPatrol.com states “Our knowledge of background investigations and the required research expertise is quite broad. The employment screening services we offer go far beyond what many businesses can do own their own. We cannot stress enough the importance of following a thorough employment screening policy and documenting your decisions. You must keep a record of why and how you selected a certain applicant. If unfortunate circumstances take place, this documentation may be your best protection. Good human resource records will not automatically protect you from being sued. However, it will significantly reduce the possibility of being found guilty of negligence or discrimination.”
About Staff Patrol, Inc.
Staff Patrol provides investigative services for both commercial clients and individuals. The primary business model is to offer affordable and effective background check solutions using advanced technology and personally monitored service. Staff Patrol is becoming one of the most respected resources for individual and business security. For more information, visit http://www.staffpatrol.com/employers.htm
Louisville, KY (PRWEB) November 19, 2009
Get Smart Benefits, LLC, a Louisville, Kentucky-based firm is opening their online benefits, services and products to employers across the country. With the launch of GetSmartBenefits.com, companies large and small can help their employees supplement insurance coverage at no cost to the employer and with significant savings to the employee.
Its a win-win service that has come at a time when we have tightened our benefits for employees in order to maintain affordable but comprehensive coverage, says Rhonda Hatfield, owner of Little Scholars Child Care. We can supplement existing insurance coverage with non-insurance benefits that include prescription discounts, 24-hour TeleDoc
St. Louis, MO (PRWEB) September 21, 2012
The Vehicle Protection Association (VPA), a not-for-profit association formed to promote regulatory transparency, education and accountability for marketing and servicing automotive service contracts, is announcing today its plans to promote certified marketers and their community involvement.
VPA member company Vehicle Assurance actively engages with its local community. On Monday, Sept. 24, Vehicle Assurance will present the 12th Annual Golf Classic in St. Louis benefiting Every Child’s Hope (ECH), an organization dedicated to helping children and families in need. The event takes place at Old Hickory Country Club with a 1 p.m. shotgun start.
The VPA holds itself to high standards as an organization, and we encourage our members to be active in their community on multiple levels, said Chris Carenza, executive director of the VPA. When our members are active in the community they deserve recognition.
Shari Smith-Fain, CEO of Vehicle Assurance, has been actively involved in Every Child’s Hope since her father, a former member of the organizations board of directors, took her to events when she was growing up. In 2004 she became a member of the board of directors and was elected board president in 2010.
Today, Smith-Fain encourages the ECH board and staff to deliver the highest level of services and aid to children and families in need. ECHs mission is to address the prevention of abuse and neglect and help those affected by it.
At Vehicle Assurance, we recognize that we have a responsibility that goes beyond our customers, said Smith-Fain. We have a responsibility to the community, and we understand the real value in helping others and giving back. It is an integral part of who we are as a company.
To learn more about the Vehicle Protection Association, visit http://www.vpanet.org. To learn about Every Childs Hope or to donate, visit http://www.everychildshope.org.
About the Vehicle Protection Association
The Vehicle Protection Association (VPA) is a not-for-profit trade association representing firms that are active in the automotive service contract industry. Members include service contract marketers, administrators, insurers, payment providers and software providers. VPA currently has more than 60 members. The organization is committed to ensuring regulatory compliance among members, educating consumers on their rights, and otherwise ensuring the integrity of the automotive service contract industry. For more information, visit http://www.vpanet.org.
Scottsdale, Arizona (PRWEB) November 03, 2012
QualityStocks would like to highlight Virtual Piggy, Inc., a publicly traded technology company delivering online solutions for parents and merchants that allow children to interact online in a safe and secure manner. Children under 18 spend hours a day playing and interacting online and they often want the capability to also make purchases online. These young consumers have an estimated $ 50 billion in annual spending power, with much of that spending taking place online.
In the companys news yesterday,
Virtual Piggy announced that it has entered into agreements with four fashion companies that will soon feature VPIGs free payment technology.
Retailers All The Above, As Is, Violet Love and Sub_Urban RIOT have formed partnerships with VPIG to take advantage of the companys e-commerce solution, ultimately strengthening the providers visibility while offering safe transactions among youth.
Adding these four strong fashion brands continues to build up our merchant base for apparel, Virtual Piggy founder and CEO Dr. Jo Webber stated in the press release. All The Above, As Is, Violet Love and Sub_Urban RIOT are four unique brands with exceptional product lines, offering our customers yet more options when using their Virtual Piggy account.
VPIGs technology not only allows children to make online purchases without revealing their name or age, it also provides parents with the ability to monitor or approve purchases.
Heres how it works.
To make an online purchase from a participating merchant, such as the ones listed above, a child selects the Virtual Piggy icon to checkout. The purchase is either approved or denied based on pre-established conditions set by the parent in the childs profile. Once the purchase is approved, per the profile, the transaction is then advanced to the payment processor.
The parental control mechanism is compliant with the Childrens Online Privacy Protection Act (COPA), which is federally enforced by the Federal Trade Commission (FTC).
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This release may contain forward-looking statements within the meaning of Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended. All forward-looking statements are inherently uncertain as they are based on current expectations and assumptions concerning future events or future performance of the company. Readers are cautioned not to place undue reliance on these forward-looking statements, which are only predictions and speak only as of the date hereof. Risks and uncertainties applicable to the company and its business could cause the company’s actual results to differ materially from those indicated in any forward-looking statements.
Houston, TX (PRWEB) October 31, 2008
The Vice President of Training for Whitaker Companies, Carol Wenom, CPS, CTS was recently named Chairman of the National Association for Personnel Services (NAPS).
NAPS has been the staffing industry educator since 1961 and is considered the oldest and most established industry association. NAPS has certified more than 10,000 recruiting and staffing professionals nationally and also monitors all legislative actions that could affect the personnel services and staffing industry.
Wenom, who was named Chairman of NAPS in mid June and took office the first of August, is presently located in the Whitaker Companies Colorado Springs office and has been with the company for nearly 20 years.
As Vice President of Training at Whitaker Companies, Wenom conducts both new-hire and on-going training for all three divisions and five branch offices of the company. She has also developed a series of training videos introducing the Fundamentals of the Staffing Industry that is offered throughout the industry nationwide.
“It is an honor and a privilege to serve as Chair for the National Association of Personnel Services, the organization that has been representing, informing, and educating the search and staffing industry since 1961. We continue to work for the greater good of those in our profession through our credentialing programs, continuing education initiatives, eLearning and our Annual Conference,” stated Wenom.
“All of us here at Whitaker are very proud of Carol and her commitment to our industry, as well as with her work as Chairman of NAPS,” stated Whitaker Companies President Bruce Whitaker.
Founded in 1983, Whitaker Companies is recognized as one of the nation’s most respected professional recruiters in the industry. Across all of their divisions, Whitaker is known for setting a higher standard and focusing on key positions requiring premium credentials in industries where demand is high.
Through its three divisions, Whitaker IT, Whitaker Technical and Whitaker Medical, the Whitaker Companies provides quality contract and direct-hire staffing solutions for a broad range of organizations across the United States.
To learn more about the Whitaker Companies’ staffing solutions or employment opportunities log onto http://www.whitakercompanies.com or call 281-870-1000 today.
New York, NY (PRWEB) May 23, 2011
High-performing companies are aggressively pursuing global leadership development programs, according to a new study of more than 1,700 organizations in more than 20 industries on six continents by the American Management Association (AMA) in collaboration with the Institute for Corporate Productivity (i4cp) and Training magazine.
The study examined not only global leadership and development programs, but also their links to overall market performance based on revenue growth, market share, profitability and customer focus. Fifty-eight percent of high-performing companies have introduced some form of global leadership development program compared to 34% of low-performing organizations in the study.
Of the total 1,757 survey respondent population, 538 (30.6%) reported that their organization has a global leadership program in place.
Globalization is the single biggest influence on leadership development today, said Sandi Edwards, Senior Vice President for AMA Enterprise. At one time, global issues were relevant just for expatriates who would serve a tour overseas, then global issues were extended more widely into the curriculum for all leaders, and today globalization actually shapes the programs for organizations in every sector.
According to Edwards, senior management is more than ever expected to improve performance globally and to do so with greater consistency and effectiveness. This means that up-and-coming leaders require a broader skill set than in the past. Top leaders need to think and act globally, Edwards said.
As businesses begin to operate in a global environment, Edwards said, the demands of leadership go global as well. With the shift from multinational to global organizations, cultural differences become more important in understanding leadership and designing and delivering effective development programs. Leading globally requires making decisions in complex or ambiguous environments, understanding cultural nuances and adapting ones style accordingly. Leaders need to be equipped to handle such ambiguity and complexity.
Among other findings:
Critical thinking and problem-solving, change management, and leading cross-cultural teams are the most widely taught competencies.
Certain competencies, such as managing change, exhibiting agility and developing global strategies, have proved more difficult for executives to master.
High-performing companies increasingly go beyond high potentials to offer global leadership development to a broader segment of their workforce.
Senior executives are becoming more directly involved in such programs, notably in establishing the business results needed and in communicating about the program.
Cultural components are expected to dominate the new competencies required for global leaders over the next ten years.
AMA joined with i4cp and Training magazine to examine what high-performing companies do differently with respect to developing their future leaders. The survey participants came from three sources: AMA and its global affiliates, i4cps global survey panel and subscribers to Training magazine. Three-quarters of the organizations represented in the survey are headquartered in North America. Forty-five percent of respondents are employed by a privately-held organization, 21% by a publicly-traded company, 19% by a government body and 16% by a non-profit.
With more than 85 years of experience and headquartered in New York, American Management Association (http://www.amanet.org) is a global leader of comprehensive talent development. AMA Enterprise, a specialized division of AMA dedicated to building corporate and government solutions, transforms enterprise-wide talent to fuel a culture of innovation, high performance and optimal business results.
Houston, TX (PRWEB) July 17, 2011
The Government of Israel Economic Mission to the US Southern Region in partnership with the the Texas-Israel Chamber of Commerce, will host the 2nd Annual Cleanovation on September 14, 2011 at Hotel ZaZa, Houston, TX. Last year’s inaugural Texas-Israel Cleanovation emerged as one of the most important clean technology events focusing on energy efficiency & energy storage, water treatment, reclamation and re-use, smart-grid, solar energy, wind energy and more. This year’s conference will surely be a do not miss event for decision makers, thought leaders and technology producers from around the globe.
With so much emphasis world-wide on conserving and creating more water, at the same time reducing energy consumption and finding more efficient ways to utilize energy, the Cleanovation Conference will bring these issues to the forefront and produce many business partnerships that will address these issues in the near future.
Please contact info(at)texasisrael(dot)org for more information or visit us at http://texasisrael-cleantech.org/cleanovation-conference-2011/ to register, view the current event agenda or to consider sponsorship opportunities. Early registration is available at a discounted price.
Prospective Attendees: Fortune 100, Public Sector, and select emerging growth companies.
Early committed attendees: GE Energy, Nokia Siemens Networks, Waste Management, Shell GameChanger, CPS Energy, Silicon Valley Bank, AT&T, IDE, Miya Water, Israel Cleantech Ventures, Alvarion, U.S. Army Environmental Office, Elbit Systems, Texas Institute, Pike Research, Center for International Energy & Environmental Policy, Environmental Defense Fund, and more.
Also in attendance: Power utilities discussing smart grid and energy efficiency, electric companies, electric distributors, infrastructure companies, integrators, smart meter manufacturers, big box retailers, and other large consumers of energy.
Baltimore, MD (PRWEB) August 31, 2011
UMBC Training Centers, a leading provider of professional, scientific and technical training has been named one of the Top Fastest Growing Companies by Inc. Magazine. The Inc. 500 | 5000 list was published on August 23, 2011 and spotlights the top 500 and 5000 fastest growing companies nationwide.
UMBC Training Centers reported 143 percent growth, largely attributable to increased training delivered to the federal government in areas such as cybersecurity, systems engineering and project management.
(PRWEB) November 3, 2004
The use of financial models is critical for assessing the value of a transgenic manufacturing company (TM). These models must be tailored to reflect the unique features and risks associated with both the biotech and pharmaceutical industries, which are clients of transgenic manufacturing companies.
A model should consider such things as the number of transgenic drug products a TM is developing, the stage of development of those products (including an assessment of any available information related to the likelihood of success of the products and an estimate of when the products will reach the market), the company`s burn rate (when developing transgenic product lines), the company`s cash on hand and/or access to capital (including partnerships or strategic alliances), the company`s ability to purify proteins and produce clinical grade material, its regulatory capability, its ability to market and distribute the transgenic versions of drug products, etc.
Additionally, since transgenic manufacturing companies derive their revenues mainly from sales generated during the commercial period, there must be an assessment of future events, including the potential market size (number of patients and price per treatment), the length of the product’s life cycle, the likelihood and timing of the introduction of competing products into the marketplace, and changing government regulations related both to product approval and to the protection of intellectual property.
Once a product is marketed, the revenues, costs and product potential can be estimated with comparative ease. But, given the long time period between idea inception, regulatory approval and product marketing, as well as the small number of ideas that ultimately result in a marketable product, it is rare that this valuation problem will arise. There is significant uncertainty over whether the company will ever market a transgenic version of a given product.
The valuation method selected should be appropriate for the transgenic manufacturing company. For biotech valuation, there are three main approaches that are generally appropriate: (1) discounted cash flow analyses, (2) Monte Carlo models, and (3) option pricing models. It is beneficial to perform more than one type of valuation, as the results can be compared against each other. If the results are divergent, the assumptions made in the models may require revaluation.
We have developed an analysis tool that can be used for project valuation. The model is based on a DCF analysis, including risk-adjusted cash-flow analysis. The DCF model is divided into two stages of company development. The first period is from the present to FDA approval of a current therapeutic protein under development (Clinical Period) and the second period is from commercialization until patent expiration (Commercial Period). After generic substitution, the company will generate steady free cash flow, which roughly equates to the period from the year after patent expiration to perpetuity. This report will give full description of our method as well as several new methods and approaches to use, when valuing transgenic manufacturing. To evaluate fixed assets like transgenic plants and/or animals we need to:
Understand the economic, agronomic, and bioprocessing characteristics of the transgenic plants and/or animals;
Understand the underlying markets;
Classify and enumerate all operating options;
Determine optimal decision making policy in the face of price movements and the physical state of assets;
Express these factors clearly before we can proceed with pricing; and
Produce efficient, stable and interactive computational tools to assist in the valuation process.
Another important issue to consider when valuing TM companies is the timing and amount of direct costs associated with manufacture and transgenic system development, that is, the level and rate of expenditure required for research and development (R&D) of the transgenic product line. Comparing a company`s costs (technology and product specific development) to its cash on hand and funds otherwise available is an important exercise when assessing the risk. A company needs to have access to sufficient capital resources in order to sustain the levels of investment required in transgenic product development before a product will reach the market. An NPV`s sensitivity to time and to the size of the initial investment is substantial in transgenic manufacturing, as in all drug development and manufacturing.
1.2 Other uncertainties
2.0 Valuation approaches of multiphase investments by transgenic manufacturers
3.0 DCF and risk-adjusted free cash flow analysis
3.2 Key assumptions
4.0 Calculation of project discount rates
4.2 Key product assumptions
4.3 Other assumptions and calculation of sample antibody platform model
5.0. Real option valuation
5.2. Scaling-up/line development as an expansion option/compound option
6.0 An example of valuation assumptions of the TM`s compound option/expansion option
Table I.Summary of objectives, timelines and cost of the drug development process
Table II. Revenue model (an example)
Table III. Example of WACC inputs and calculation
Table IV. Revenue lines in relation to compound success of the targeted drug
Table V. Cost assumptions
Table VI. The full commercialization of transgenic plant and/or animal technology
Figure I. Investment per phase of drug discovery development for one succesful drug (in $ million)
Figure II.The structure of the compound option
For more information visit http://www.researchandmarkets.com/reports/c8407
Research and Markets
Fax: +353 1 4100 980
NEW YORK (PRWEB) August 15, 2005
New research by consulting firm Katzenbach Partners LLC suggests that a set of India-based information technology and outsourcing companies could ultimately lead on a global basis, potentially unseating such giants as EDS, Computer Sciences Corp., Capgemini, Unisys, Perot Systems, Accenture and BearingPoint.
Further, the research suggests that corporate customers who believe that the legacy players size and reach will translate to more efficient, higher quality and cost-effective service are probably mistaken. The Indian players Infosys, Wipro, Satyam Computer Services and Tata Consultancy Services will have greater market incentives and capabilities to serve customers consistently and make good on promises during the critical third and fourth years of contracts.
The analysis is based on the work of a Katzenbach Partners team led by Richard Schroth, a technology and outsourcing expert, Nathaniel J. Mass, who has developed a new corporate performance metric called the Relative Value of Growth (RVG) and Roopa Unnikrishnan, a manager at the firm. RVG determines the degree to which a company is rewarded in terms of market capitalization for growth and/or margin improvement. Companies with high RVGs that are predominantly rewarded by growth tend to be rewarded handsomely for achieving it and also tend to have strong profit margins.
On the other hand, those rewarded predominantly by margin improvement tend to have inferior profit margins today and may realize less pronounced gains in shareholder value — largely because of the complexities of trying to deliver cost improvements within the context of long-running customer contracts.
Indian IT Companies Highly Incented to Grow and Maintain Quality
In analyzing IT and business process outsourcing companies, Katzenbach Partners found that the Indian players have extremely high RVG ratings, meaning theyre highly incented to grow and that the marketplace has taken into account the quality of their operations, cash flow and prospects in providing this incentive. Meanwhile, U.S. and European players have much lower RVGs, meaning theyre mainly incented to build value by cutting costs.
The best of the Indian outsourcing companies derive 80% to 85% of their market cap from investor growth expectations, so we expect that theyll continue to invest in growth, invest in people and invest in client retention, said Dr. Mass, a Katzenbach Partners senior fellow and managing director of N.J. Mass Associates, Inc.
Added Dr. Schroth, also a Katzenbach Partners senior fellow and CEO of Executive Insights, Ltd., We believe the Indian companies will continue to invest in clients even three and four years into a contract, when half of all outsourcing deals normally would fall apart. We see a virtuous cycle with Indian outsourcing companies: Strong growth boosts valuation ratios, which, in turn, create reinforcing incentives to grow.
At the same time, U.S. players will not be rewarded by Wall Street for growing and investing only for streamlining, and thats not good for customers. They may talk about economies of scale, experience and commitment to customers, but thats a disconnect when it comes to the basic incentives and the marketplace. Faced with cost pressures, they may be prone to turn over projects to more junior staff, pay less attention to older customers and focus on rationalization, consolidation and even withdrawal from businesses that require greater innovation investment, Dr. Schroth added.
Infosys and Wipro: Model Companies
Katzenbach Partners outside-in research shows that the Indian companies have many advantages for investors and customers alike: superior operating margins due to low cost of service; strong vertical market focus; an obsession with quality; re-investment in innovation; leadership in conformance to global standards; an end-to-end approach to service, and solid world-class corporate governance.
For instance, Infosys, in 1999, was the first Indian company to follow U.S. GAAP listings; early on it put in place tools for integrated project management and quality systems; was rated best employer in India by Hewitt Associates; received an AT Kearney Best Managed Company award; achieved three times the average CAGR of the top 100 outsourcers; and realized a 74.5% revenue increase over five years, compared with 22% for Accenture during the same period.
Wipro was one of the first global companies to get the SEI 6 rating; in 1999, it instituted an innovation program whereby it invests 5% of after-tax profits in innovation; has the most mature Six Sigma program in the outsourcing industry; has CAGR of 42% in the last five years, compared with 20% average for the top 100 outsourcers, and is part of the Technology-Media-Telecom Index of the New York Stock Exchange.
The Indian companies are evolving into truly global players, going beyond India and developing their international strategies by recruiting high-value talent in new markets like China and Russia. Given all that, it’s not surprising that their RVGs are closer to companies like Google (with an RVG of 60) or even pharmaceutical giants like J&J or Novartis (with RVGs around 7.6), than to their U.S. counterparts,” said Katzenbach Partners Roopa Unnikrishnan, who works on technology and outsourcing issues.
Imperatives for Legacy Players
In the face of heightening competition from Indian players, the major American and European outsourcers traditional industry leaders like Accenture, EDS, Capgemini and Bearing Point need to upgrade both their growth and margin performance or face forced mergers, consolidation or a general loss of leadership positioning, said Dr. Schroth.
About the RVG Metric
The RVG for a publicly held company can be calculated from information contained in a firms SEC filings and standard, financial analysis tools. RVG measures the increase in a companys market cap due to 1% extra growth vs. 1% margin improvement. RVG is calculated based on a discounted cash flow (DCF) model driven off sustainable cash flow, and is ultimately determined by four factors: operating margin, capital intensity, expected growth rate versus cost of capital and the synergistic effect of the combination of these elements.
The result is a single number expressing the impact on share price of additional growth versus a boost in a companys operating margin. An RVG of seven, for example, would mean that a company would have to have a 7% improvement in its margin to have the same impact on shareholder value as a 1% gain in revenues. (A deeper description of the RVG metric is available in the Harvard Business Review article, “The Relative Value of Growth,” August 2005.)
RVG and Outsourcing Companies
The RVG of Indian outsourcing companies is many times higher than their American and European counterparts. The RVG of Infosys is 53.2, and Wipros is 25.6. Satyam Computer Services is 15.6, and Tatas is 14.9. The higher RVGs indicate strong incentives to grow sales.
Meanwhile, (ACS) Affiliated Computer Services RVG is 2.8, strongest among the North American and European players, but well below the Indian companies. Others display low RVG values that indicate pressure to re-build profit margins and disincentives to deploy growth strategies. Perot Systems RVG is 1.5; (CSC) Computer Sciences Corp.s is 1.2; Unisysis 1.2; Capgeminis is 1.1; Accentures is 1.1; Bearing Points is 0.9, and EDSs is 0.8.
Katzenbach Partners believes the RVG metric will provide a new lens for companies that have or are contemplating outsourcing relationships. It offers companies an approach to gauge an outsourcer’s incentives. Companies looking to outsource will need to ensure that their outsourcing vendors are driven to invest appropriately. “If a company is looking to outsourcing to improve the health of the organization as a whole, it should bring on outsourcers that do not work purely from a restrictive, cost-driven model, which may result in a lack of flexibility, or the use of less capable talent. Instead, the company should seek an outsourcing vendor and partner that drives down overall costs and adapts to strategic business needs,” said Dr. Schroth.
Added Ms. Unnikrishnan, “Our research into Indian outsourcing companies like Wipro shows that they seem to have benefited from being relatively new entrants into the US market. They do not have to unlearn old behaviors or adjust to old systems. Wipro has been focused on talent management, providing employees opportunities to innovate, experimenting and growing the company organically.
About Katzenbach Partners
Katzenbach Partners LLC is a leading consulting firm focused on organizational performance. The firm helps large companies achieve peak performance and solve major business issues by using an approach and perspective that integrates strategic problem solving with deep insight into people, organizations and how each client can best realize change. KPL has over 115 consultants and staff with offices in New York and Houston.
To learn more about KPL’s Strategic Approach to Evaluating Outsourcing or about RVG, contact:
Sommerfield Communications, Inc.
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